Oscar Munoz Quotes

I've never seen myself as a manager. As a manager, you have to put all your time into the job, and that would be difficult for me.

But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.

You try and learn from some people's mistakes. But you have to really trust the people who are working for you because they make a lot of decisions that could either do well for you or really screw up your image.

Leadership is hard to train on.

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

The toughest thing about managing is knowing your personnel and what it can give you under all conditions.

The weakness in the company is if we fail to execute.

Managers have people second-guessing them all the time.

Many CEOs and leaders think that silence is indeed golden, that consensus is bliss. It is - sometimes. But more often what it signifies is that there are no respected processes for surfacing concerns and dissent.

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

You have to make your company idiot-proof because you may have an idiot running it some day.

Barbarian Management Bureau

Selecting a strong team without giving the new captain appropriate time isn't possible.

I have worked with different managers in the past and different systems.

Management is clearly different from leadership. Leadership is primarily a high-powered, right-brain activity. It's more of an art it's based on a philosophy. You have to ask the ultimate questions of life when you're dealing with personal leadership issues.

The single and most dangerous word to be spoken in business is no. The second most dangerous word is yes. It is possible to avoid saying either.

There are parts of coaching that I miss.

I can sit in the boardroom and battle it out, step up and be a project manager, take risks, and put my ideas alongside anybody's.

One day I'll know what it's like to be a manager.

There are a lot of parallels between being a mutual fund manager and being a general manager. Both in the financial markets and in baseball, we're dealing with a world where uncertainty reigns. We're trying to predict the future performance of human beings. It's a fundamental difficulty for which we both have to account.

You can't look into a crystal ball but what you can say is if money is put on the table and you get half your signings right then you are going to be better next time around.

My father and I talked every day. He coached me on how to cold-call companies I wanted in our portfolio, how to network at public events, to cultivate senior journalists at important outlets, and how to run a profitable P&L. But, more or less, he allowed me to make my own mistakes.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.

As a director, you're open to any kind of criticism.

I taught my executive team how to argue.